This project linked the work of the Environmental Health Section of Sefton Council and the Food Health Worker team in NHS Sefton. The aim was to help local food businesses in complying with food safety standards and to encourage them to promote healthier eating in order to improve food safety and health in the population of Sefton.
The University Hospital Morecambe Bay NHS Foundation Trust (UHMBT) faces a unique communication challenge due its large geographic area. This makes it very difficult and time consuming for the Trust to communicate effectively with its three different constituencies of Lancaster, Kendal and Barrow. Therefore in an innovative move, it has been using emerging social media as a potential solution to this problem.
Release is a programme that was designed to recognise and develop talent amongst managerial and clinical staff at Band 7 and above at Trafford Provider Services (TPS), the provider unit of NHS Trafford, between April 2009 and June 2010. Its purpose was to develop people and give them the confidence to lead, by giving them the opportunity to undertake projects that could initiate change.
This case study explores the work undertaken by 5BP to develop managers and leaders at the Trust, ensuring that development is aligned to the Trust’s strategic objectives. In early 2009, the Trust developed a Leadership Development Framework, including leadership competences and leadership and management development programmes. The activity has enabled the Trust to align leadership development to the pursuit of Trust objectives, and has attracted considerable interest from both clinical and non-clinical staff in the Trust.
Wirral Metropolitan College Health and Social Care team have produced a 2 day course “Introduction to the principles of End of Life Care” with support, help, advice from the Wirral End of Life Care facilitators and Cheshire and Merseyside Cancer Network. To date 8 programmes have been delivered by college tutors to a total of 130 staff with very positive feedback from both the attendees and their managers. In almost all cases people attending the course feel they have increased confidence, skills and knowledge and most feel they will benefit from the training and apply it in practice.
This case study looks at how IPS in Manchester was set up, its outcomes, challenges, and key learning points. It focuses on the change of culture that was needed within community mental health teams to make employment support a key aspect of services offered to people, recognising the significant health benefits.
Individual Placement and Support (IPS) is a successful pilot scheme in Stockport run by Pure Employment funded by the Department of Health and NHS North West to address the employment need of people with severe and enduring mental health, recognised as a major contributor to mental wellbeing.
The Lancashire LINk carried out research with service users and their carers within Lancashire on their experiences and perceptions of domiciliary care services, in collaboration with Lancashire County Council, who monitor the contracts for domiciliary care agencies. The project ran over a six-month timescale, from February 2010 to September 2010 and this case study summarises the resulting report.
Lancashire Care employed almost 3800 staff prior to April 2011 when a further 4000 community staff transferred into the Trust. With 110 sites across Lancashire storage and access to the HR files was a continual problem. The creation of electronic records in 2010 which can be accessed from any location has now solved these problems and makes significant progress towards a greener, and paperless HR office.
Cheshire HR Service, founded in 2006, provides a blueprint for NHS HR shared services. Hosted by East Cheshire NHS Trust it provides the full range of HR services through a Service Level Agreement (SLA) Partnership Arrangement, to East Cheshire NHS Trust, Central and Eastern Cheshire PCT and NHS Western Cheshire and is currently looking to extend its coverage and build a broader customer base. With no obligation on NHS organizations to go down the shared service route there is a need to ensure value for money and the economies of scale that a shared service brings.